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17Apr2019

Rewards at work: a cautionary tale

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I had the recent privilege of consulting to a company that specializes in employee recognition- the tangible kind of recognition where good performance is rewarded with personalized mugs, plaques or any number of concrete goodies from their expansive inventory. Their business is going well partially because many companies don’t take the time to properly evaluate
20Jan2019

Family Business Succession: conclusion

  • By Ian Bradley
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  Start Early As discussed in the previous post, most psychologists specializing in the area recommend thinking about succession as a long-term process rather than as a defined event, or worse, an anointment. Some even recommend that the process begin years before the actual succession. Ironically, long-term thinking does occur, perhaps as a father watching
13Jan2019

Family Business Succession: the dance

  • By Ian Bradley
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  Typically when I consult with family businesses thinking about succession, I first meet with the founder, then the aspiring members of the second generation – but very quickly I try to gather everyone in the same room. With the encouragement of honest but non-adversarial conversation, my hope is for both the founder and successors
01Jan2019

Family Business Succession: my experience

  • By Ian Bradley
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In my work with family businesses, I find that succession planning is like taxes- it’s painful to do but the consequences of a failure to act are worse.   The pain is related to the myriad complexity of financial, legal and tax succession considerations but what is even more daunting to family members are the
09Nov2018

A better way of voting

  • By Ian Bradley
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I recently consulted with a professional practice where four senior partners were selecting a managing partner. I suggested that the process of discussion might be more critical than the actual vote since the partners could benefit from a frank discussion about their relative strengths, deficiencies and workloads. I didn’t give much thought to the mechanism
30Aug2018

Peak Performance with Goal Setting

  • By Ian Bradley
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In my practice as a executive coach in Montreal, I am often confronted by clients who criticize themselves for lack of organizational skills.   “Why can’t I get this done?” or “I’m always behind”  and  “my to-do list never gets accomplished! “ are often common expressions of this malaise.   There are many excellent books
26Aug2018

Outline Psychology 491 D

  • By Ian Bradley
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Psychology 491D: ADVANCED STUDY IN BEHAVIOURAL DISORDERS COURSE SYLLABUS: 2018-2019 8/21/2018   Professor:                            Dr. Ian Bradley                                               www.ianfbradley.com Psychology of Work E-mail:                                  ian.bradley@mcgill.ca Class Time:                           Wednesdays 1-4 pm Classroom:                           MC room
16Feb2018

Yes, I have some answers

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Why aren’t people in need seeking psychotherapy?  That’s the question that resonated in a recent California conference and that’s the question that got me thinking about my own psychotherapy practice. I often hear recently referred clients state that they liked their previous shrink but that all the therapist did was listen, “ I can get sympathy and understanding from
13Feb2018

Yes, I have some answers

  • By Ian Bradley
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Why aren’t people in need seeking psychotherapy?  That’s the question that resonated in a recent California conference and that’s the question that got me thinking about my own psychotherapy practice. I often hear recently referred clients state that they liked their previous shrink but that all the therapist did was listen, “ I can get sympathy and understanding from
12Feb2018

What stops people from seeking psychotherapy?

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This was the preoccupying question at a recent psychology conference that I attended in California in December. Speakers lamented the large discrepancy between those who need some form of psychological help (up to 25% of the population according to epidemiological studies) and those who actually go to therapy (conference estimates of only 15-25%).   Equally
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